In an economic landscape increasingly defined by uncertainty and complexity, traditional quality management strategies often struggle to keep pace with rapidly shifting consumer expectations. This paper investigates an information asset that remains frequently underutilized during periods of crisis: negative customer feedback. Far from being a mere indicator of failure, negative reviews function as real-time market sensors, providing a critical map of product and process vulnerabilities. The research employs a hybrid methodology centered on a rigorous bibliometric analysis conducted using the bibliometrix package in the R software. By processing metadata from articles indexed in Web of Science the study maps the conceptual evolution of consumer dissatisfaction, tracing its transition from a perceived marketing barrier to a strategic catalyst for quality-driven innovation. The findings reveal a strong correlation between "negative sentiment" and "innovation agility," demonstrating that organizations capable of thriving in volatile economies are those that integrate complaints directly into the Plan-Do-Check-Act (PDCA) quality improvement cycle. The paper proposes a strategic framework in which the "critical voice" of the customer serves as fuel for resource optimization and the mitigation of nonconformity. The conclusions emphasize that, under conditions of uncertainty, competitiveness is not derived from the absolute avoidance of errors, but from the organizational capacity to transform digitally signaled failures into targeted, incremental improvement. This approach redefines quality management not as a state of static compliance, but as a dynamic and resilient dialogue with the market.

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